Abstract

The importance of leadership for effective safety management has been the focus of research attention in industry for a number
of years, especially in energy and manufacturing sectors. In contrast, very little research into leadership and safety has
been carried out in medical settings. A selective review of the industrial safety literature for leadership research with
possible application in health care was undertaken. Emerging findings show the importance of participative, transformational
styles for safety performance at all levels of management. Transactional styles with attention to monitoring and reinforcement
of workers’ safety behaviours have been shown to be effective at the supervisory level. Middle managers need to be involved
in safety and foster open communication, while ensuring compliance with safety systems. They should allow supervisors a degree
of autonomy for safety initiatives. Senior managers have a prime influence on the organisation’s safety culture. They need
to continuously demonstrate a visible commitment to safety, best indicated by the time they devote to safety matters.